In the first of a two-part series on emotion and its use in fundraising, Ken Burnett explains why fundraisers should study emotions and learn to use them better.
Polly Neate, Chief Executive of Shelter, explains why Shelter’s Executive Leadership Team and Trustees have been out fundraising, and why that doesn’t just mean meeting major donors and senior corporate partners.
This was always going to be a year to challenge us all, but 2017 delivered so much more. While both refocusing attention on donor engagement and complying with ever-changing regulation were a central focus, I’m proud to say the fundraising community has not lost sight of its passionate and innovative heart.
Our good friends at the Good Agency had an installation at this year’s Fundraising Convention asking delegates what rules they would like to break. This is what some of you had to say.
I’m typing this on the busy 17.57 train from St Pancras to Chesterfield on the way home from a multi-day, full on team meeting in London. I was motivated to put fingers to laptop keyboard by the emotionally charged atmosphere at the end of the meeting.
Part three: change our mind, change our organisation, change the world.
Part one: we’ll never find an answer to our retention problem until we start asking the right questions.
Here at Listen, our mission statement includes this line: ‘we will work with charities of all sizes, as long as we have the capacity to.’ Which basically means we’re serious about representing the Davids as well as the Goliaths of the charity sector.
Insanity’s defined as doing the same thing over and over expecting a different result. So why, when faced with the most horrendous retention figures the sector has ever faced, do we focus all our efforts on finding new donors (who don’t stay!) instead of building relationships with existing ones?